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Jan issue - CH Robinson
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W o m e n I n S u p p l y C h a i n M a n a g e m e n t<br />
A Conversation With Molly DuBois,<br />
Vice President, Transportation, C.H. Robinson Worldwide Inc.<br />
Questions for LQ’s Executive Interview Series have been prepared by members of LQ’s Board and friends of LQ.<br />
LQ: Companies continue to outsource<br />
critical supply chain functions<br />
and business processes.<br />
What do you see is the future to<br />
managing these critical relationships<br />
so that true partnerships<br />
evolve? (Kate Vitasek, Founder, Supply<br />
Chain Visions)<br />
Molly DuBois: Trust, commitment<br />
and open communication are critical<br />
to business relationships, both<br />
when times are good and when<br />
times are challenging. Dedication<br />
and exceptional service are things<br />
that we as a company spend a lot of<br />
time talking about, and we believe<br />
our service commitment differentiates<br />
C.H. Robinson Worldwide from<br />
other companies. It is important<br />
that we continue to create value<br />
and to improve upon our services<br />
to meet our customers’ overall<br />
objectives.<br />
From a logistics perspective, there are long-term relationships<br />
between our shippers and our contract carriers,<br />
and our role is to engage with both. We are continuously<br />
developing our relationships. Having the right people<br />
to develop those lines of trust to maintain constant<br />
communication is extremely important: we would not be<br />
in business if we did not have solid, long-term, mutually<br />
beneficial relationships with the 50,000 contract carriers<br />
we work with—we are dependent on their profitability<br />
and success. We view these relationships as a key ingredient<br />
to our long-term success.<br />
We know the current market is especially difficult for<br />
many carriers and shippers. It’s vital to our company, and<br />
to North America’s supply chains, that the trucking community<br />
remains healthy. We work hard every day to find<br />
ways to help our contract carriers and shippers so that<br />
they can be successful and grow their businesses. Our<br />
overall goal is to make sure we all<br />
succeed in the long run.<br />
LQ: In these tough economic times,<br />
what do you see are the most<br />
important things a company can<br />
do? (Kate Vitasek)<br />
Molly DuBois: In this environment,<br />
everyone is looking for opportunities<br />
to create greater efficiencies<br />
and cut costs. Our business model<br />
continues to add value, improve<br />
efficiencies and invest in the longterm<br />
success of our customers, contract<br />
carriers, employees and communities.<br />
It’s about being responsive,<br />
flexible and visible, and about<br />
having a sense of urgency in everything<br />
that you do. Also, you can’t<br />
sacrifice or skimp on the things that<br />
you do well. It’s about continuing<br />
to maintain the same service and<br />
value that you’ve always brought<br />
to the table—even during tough<br />
times. Above all, you must be true to your word.<br />
LQ: What members of your management team (if any) are<br />
involved in your long-range planning? (Ellen Voie, President,<br />
Women in Trucking, Inc.)<br />
Molly DuBois: C.H. Robinson is decentralized and entrepreneurial<br />
in nature. We all have a stake in the company’s<br />
success. Therefore, our support in each other’s<br />
growth and planning must always be focused and<br />
unselfish. As a management team, we are open to any<br />
and all ideas our employees have; we believe that we<br />
have been successful for more than 100 years because of<br />
our people. They are motivated and dedicated to continuing<br />
to build customer and carrier relationships and<br />
identify new business opportunities. While the current<br />
environment is uniquely difficult, we remain confident in<br />
our long-term growth goals and opportunities because<br />
of the strength of our people, our business model, our<br />
12 LQ Volume 15, Issue 2, 2009<br />
LogisticsQuarterly.com